Follow Freely Fruity: Instagram: https://instagram.com/freelyfruityuk

Facebook: https://www.facebook.com/freelyfruityuk

LinkedIn: https://www.linkedin.com/company/freely-fruity/

TikTok: @freelyfruity

Subscribe now

There’s an article doing the rounds in the accounting trade press this week, off the back of HLB International’s ESG Forum at the ICAEW in July. The thrust of it is that ESG has stopped being a regulatory tickbox and become a strategic lever, and that as the conversation moves from “how do we comply” to “how does an ESG strategy contribute to long-term growth,” the services accountants and advisers provide have to evolve with it.

Fair enough. But read between the lines and the real story isn’t really about accountants discovering ESG. It’s about accountants discovering their clients got there first.

Look at the procurement number buried in the piece. Two thirds of procurement professionals now say ESG is an important part of their company strategy, and more than half already have a sustainable and ethical procurement policy in place. Read that again. This isn’t a niche pocket of sustainability specialists. This is procurement, the most pragmatic, margin-obsessed function in any business, telling you governance and sustainability criteria are now baked into who they buy from. That’s not virtue signalling. That’s two thirds of an entire profession changing the rules of who gets a contract.

Which means everybody should be getting this by now. Not “should be thinking about it eventually.” Should be getting it, today, because the people who write the purchase orders already have.

And you can see it playing out commercially, not just in policy documents. Take a company like Origina, which builds its whole business on third-party support for enterprise software rather than forcing clients onto an endless upgrade treadmill. Sweat the asset you’ve already paid for instead of replacing it before its time. Less hardware churn, less waste, better governance over what you’re actually running and why, and capital that isn’t being burned on forced upgrades gets freed up to invest in people instead of vendors. I constantly raise this with partners and clients as an absolutely key value lever, not a side benefit. That’s why I love supporting Tomás and the leadership team at Origina, because they’re helping clients meet real ESG goals through the asset decisions they were already making, not bolting sustainability on as an afterthought.

So the gap isn’t conviction. The same piece quotes a UN study finding eighty per cent of SMEs recognise sustainability as a real issue, and only eight per cent are actually reporting on it. That’s not a belief problem. Everybody already believes it.

It’s a translation problem. The procurement department gets it. The commercially switched-on operators like Origina get it and are building entire propositions around it. The client, increasingly, gets it. The bit that’s catching up is the advisory layer in between, still offering compliance frameworks to clients who’ve already moved on to asking what their ESG position does for growth, capital access, and talent.

There’s a familiar shape to that, if you’ve listened to me at all on The Third Half. The professionals at the cutting edge of an industry rarely get caught out by not knowing. They get caught out by knowing and still selling the old service because that’s the one they’ve always sold. Same instinct that keeps a person doing the job that made them successful for a decade after it stopped fitting who they are.

The forum in July is accountants trying to close that gap before the market closes it for them. Worth watching whether they manage it before procurement and the Originas of this world finish writing the new rules without them.

#Tomas #Origina

People. Planet. Progress.

Source: The ESG Pivot: From Regulatory Pressure to Strategic Advantage, International Accounting Bulletin, 26 June 2026.

Subscribe now

We have been having some brilliant conversations on The Third Half recently.

This one with Tanishq Jain, founder of Dash, is one of the most honest conversations I have had with an early stage founder. No bravado. No pitch mode. Just someone building something real and telling you exactly what that feels like from the inside.

Tanishq is young, sharp and genuinely passionate about sustainability in a way that goes back generations in his family. This conversation has stayed with me.

1. The best business ideas come from spotting what everyone else is ignoring

Tanishq did not set out to start a business.

He was at the London Stock Exchange trying to help rate sustainability funds when he noticed something that stopped him cold. They were trying to rate funds on their sustainability credentials without actually knowing the sustainability characteristics of the companies inside them.

Top down. Full of assumptions. Layers of unverified information.

He called it an error 404 in his mind.

That moment of frustration became the foundation of Dash. Not a grand plan. Not a lightbulb moment over a flat white. Just someone spotting something obviously broken and deciding he could not leave it alone.

The best ideas usually start exactly like that.

2. Every founder hits a wall. The ones who make it learn to sit with it.

Q1 2025 was hard.

Tanishq is honest about it in a way that most founders are not. When the US administration changed and the macro environment shifted, he found himself asking questions he had not expected to be asking. Am I in the right industry. Is this industry ready. Is my business ready to be part of it.

He describes it as an existential moment. Not a crisis. A moment.

The shift he made was subtle but important. Instead of making decisions out of those moments, he learned to use them as brainstorming sessions. A conversation with himself rather than a verdict on the business.

That is not a small thing. That is the difference between founders who keep going and founders who do not.

3. Market timing is everything. Until you actually live it.

People told him this for years. He nodded along. He did not really get it.

Then he got it.

Market timing is not just about capturing customers at the right moment. It is about whether your investors still have runway to give you. Whether the market is open enough for people to try something new. Whether the world is in a mood to change or a mood to survive.

He came from a family business where you put in capital and got sales from day one. Tech is completely different. And the gap between what he expected and what he found taught him more about building a business than any accelerator programme ever did.

If this gave you something to think about, the full conversation is worth your time.

We go deeper into recycling ships, the circular economy, AI and sustainability, and what Dash is really trying to build.

Watch the full episode here: https://www.thethirdhalf.uk/p/tth-blueprint-episode-22-tanishq

People. Planet. Progress.

Subscribe now

I don’t usually write about my day job on here. But something happened last week that I can’t stop thinking about, and I think it matters beyond Abuja, beyond Nigeria, maybe even beyond Africa.

On June 17 and 18, 2026, the Nigeria Environmental Summit (NESt) took place at the Abuja Continental Hotel. The theme was Unlocking Nigeria’s Green Economy. About a year of my life went into making it happen.

I want to tell you what that year looked like, what the summit was really about, and why I think it connects to conversations a lot of you are already having.

The year before the room fills up

Most people see a summit and think: speeches, panels, badges. They don’t see the spreadsheets.

Over the past year I’ve been serving as Secretary and Digital Communications Officer at the Nigerian Environmental Summit Group (NESUG), the public-private consortium that runs NESt annually. That title sounds clean. The reality was thousands of registrant records to deduplicate, DNS configurations for our mailing domain, QR-coded access passes, meal tickets, name tags, coordinating with UN agencies, chasing partnership letters to organisations like Lafarge Africa and GIZ, and nomination campaigns for the Nigeria Environmental Hall of Fame.

There were also things I genuinely hadn’t done before. I built AI-powered web apps (a Green Economy Oracle and a Green Future Pledge Generator) deployed on Vercel, running on the Anthropic API, for a live five-minute demonstration slot at the summit itself. A year ago I wouldn’t have known how to do that. Now I do.

That’s the part that sits with me. Not just what we built for the event, but what the event built in me.

What “green economy” actually means in Nigeria

I want to be honest about something. “Green economy” can sound like a phrase invented in a boardroom somewhere in Geneva to make wealthy countries feel better about their emissions. In Nigeria, it means something different and something more urgent.

Nigeria is the most populous country on the continent, a major oil producer, and simultaneously one of the countries most exposed to the effects of climate change: flooding in the south, desertification creeping down from the north, energy poverty affecting hundreds of millions of people. The tension at the heart of NESt is real: how do you build an economy that lifts people out of poverty without repeating the extractive mistakes of the last century?

The conversations at NESt 2026 weren’t abstract. We had policymakers, private sector players, NGOs, development finance institutions all in the same room. The question being asked, not just on panels but in corridors and over lunch, was: where is the actual investment going, and who does it reach?

That question doesn’t have a clean answer yet. But the fact that it’s being asked seriously, publicly, with receipts, by Nigerians in Nigeria, is itself significant.

What actually happened in that room

NESt 2026 ran across two full days. The programme covered green financing, renewable energy policy, sustainable agriculture, and waste management, with sessions designed to move beyond diagnosis and into action.

NESUG itself is worth understanding. It’s not a government agency and it’s not a typical NGO. It sits deliberately in the space between public institutions and private sector interests, trying to hold both accountable to the same long-term agenda. That structure gives it unusual credibility and unusual pressure. When a development finance institution and a federal ministry official are both in the room, you can’t afford to be vague.

What struck me most wasn’t any single speech. It was the density of the network in that hotel. People who had only emailed each other for months shaking hands. Implementing partners comparing notes. Young environmental professionals watching how the senior figures navigated disagreement. That’s what a summit actually produces not a communiqué, but a living document made of relationships.

A year on, and what comes next

I reflected publicly after NESt 2026 wrapped up, there’s something bigger underneath it.

Nigeria’s green economy transition is real, it’s underway, and it’s being shaped right now by the people willing to show up and do the unglamorous work the spreadsheets, the DNS records, the partnership letters that never get replied to, and the ones that do. NESUG is one of the institutions trying to make that work count for something. NESt is where it surfaces once a year.

I’m proud I was part of it. And I’ll be back next year with considerably less imposter syndrome.

Ishaku Happy is an editor in cheif for The Third Half

Subscribe now

Leave a comment

Not bad advice for musicians.

Not bad advice for the rest of us either.

While editing my recent conversation with Bruce Soord, I found myself coming back to three moments that had very little to do with music and everything to do with life.

The first was about persistence.

Bruce has spent more than 25 years building an audience. No overnight breakthrough. No talent show. No viral moment. Just showing up, writing songs and continuing to do the work.

The second was about creativity.

The best songs, according to Bruce, aren’t manufactured. They appear. They emerge from experience, observation and moments when you’re not trying to force them into existence.

And the third was about success.

Perhaps the most interesting part of our conversation was Bruce’s admission that things only really started happening when he stopped chasing them.

No obsession with fame.

No obsession with validation.

No obsession with “making it”.

Just the work.

There is something refreshingly unfashionable about that idea in a world that constantly tells us to optimise, scale, hustle and grow.

Whether you’re building a business, writing a book, making music or simply trying to navigate life, the lesson feels remarkably similar:

Keep going.

Do good work.

Let success be a consequence, not the objective.

If this gave you something to think about, the full conversation is worth your time.

We go deeper into 25 years of persistence, what makes a great song, and why Bruce walked away from chasing success, and what happened when he did.

Watch the full episode here: https://www.thethirdhalf.uk/p/he-quit-chasing-fame-700000-fans

Scott

The Third Half

People. Planet. Progress.

Subscribe now

Share

I went into this conversation thinking we were going to talk about kimchi.

We did. But we also talked about a lot more than that.

Rebecca Ghim is the founder of The Ferm, a fermented food business built around a simple but quietly radical idea. The vegetables that get thrown away before they ever reach a plate are not waste. They are ingredients waiting for someone to care enough to use them.

Something that didn’t surprise me but did hate hearing.

A single supplier generates around 300 kilogrammes of vegetable waste in a single night. Not rotten food. Not spoiled food. Fresh cauliflower leaves and broccoli stalks that are perfectly good and going nowhere.

Rebecca collects them. Ferments them. Turns them into something people actually want to eat.

It sounds obvious when you say it out loud. And that is kind of the point.

We spent an hour talking about food, but really we were talking about identity, culture, what we inherit from our grandmothers, and what happens when you build a business around values you are not willing to trade away even when the spreadsheet says you probably should.

It is one of those conversations that stays with you.

Full episode coming soon on The Third Half.

People. Planet. Progress.

Subscribe now

Share

We have been having some fascinating conversations on The Third Half recently.

This one with Gillian Docherty on A Weed Dram, Chief Commercial Officer at the University of Strathclyde and former CEO of the Data Lab, is one that will stay with you.

Gillian has spent her career sitting right at the point where ideas either become real or quietly die. Academia, government, startups, scale ups, big enterprise. She has seen all of it from the inside. And she is honest about what is working and what is not.

1. Scotland is brilliant at starting things. Still learning how to finish them.

Scotland produces world class research. Disproportionate amounts of it for a country its size. The spin outs are strong. The early stage startups are getting real support. The talent is undeniably there.

So why does it keep failing to scale?

Gillian is clear about it. The problem is not at the front end. Scotland punches well above its weight there. The problem is what happens after that early promise. The journey from a great company to a truly scaled business is where things quietly fall apart.

It is not a new problem either. She points out that Scotland has a long history of invention. World changing invention. And a just as long history of watching other nations capitalise on it.

The gap between a great start and a great finish is still the defining challenge.

2. Universities and businesses have always spoken two different languages. Most partnerships never fix that.

Everyone talks about academia and industry working together. Most of the time it does not really work.

Gillian has spent years on both sides of that conversation. Her view is simple and direct.

The problem is not a lack of willingness. It is a lack of honesty about what each side actually needs. Universities are built around publishing, research outputs and long timescales. Businesses need speed, commercial outcomes and things that actually work in the market.

Those two worlds face in completely different directions. And most partnerships paper over that rather than deal with it.

The ones that do work start in a different place entirely. Not with a vague MOU or a networking relationship. With a real problem that someone somewhere is genuinely accountable for solving.

“The strongest relationships start with an industrial or societal problem. Not an abstract partnership.”

That is where the magic happens. And it is still not happening often enough.

If this gave you something to think about, the full conversation is worth your time.

We go deeper into Scotland’s innovation ecosystem, the realities of scaling a business, and what AI is actually delivering versus what it is promising.

Watch the full episode here: https://www.thethirdhalf.uk/p/tth-blueprint-episode-gillian-docherty

People. Planet. Progress.

We have been having some brilliant conversations on The Third Half recently.

This one with Michelle Prance, Chief Executive of NatWest’s digital banking business, is one that will make you think differently about where technology is actually going and what good leadership looks like when the pace never slows down.

Michelle has spent her career at the intersection of banking, technology and people. She is sharp, honest and refreshingly direct about what is working and what is not.

1. Why most people get experimentation wrong

Experimentation sounds simple. Try something small. See if it works. Adjust.

But Michelle makes an important distinction that most organisations miss.

The problem is not that people are afraid to experiment. It is that when they do experiment, they quietly design it to succeed. They construct the test around the outcome they already believe in. They remove the real risk of being wrong.

That is not experimentation. That is confirmation.

Real experimentation means making something small enough that failure is survivable. It means creating genuine safety for people to push back, disagree and say out loud that an idea is not working.

“Where is my dissident? Where is the person who will say that is a really silly idea?”

That question does not get asked enough. And the teams that do ask it are the ones that actually move forward.

If this gave you something to think about, the full conversation is worth your time.

We go deeper into the realities of digital banking, responsible growth, and what sustainability actually looks like when it moves beyond lip service.

2. We are using AI completely wrong

Everyone is talking about AI. But are we actually using it well?

Michelle’s view is clear. Most organisations are treating AI like a cost-cutting tool. A smarter version of automation. A way to take headcount out of a process.

That is not what it is for.

The real opportunity is redesign. Not just making existing systems cheaper but rebuilding how those systems work entirely. Jobs, customer service, personalisation, everything.

She uses a simple analogy that lands perfectly:

“Like a restaurant that remembers your table and your wine. But on steroids.”

That is what AI could do for banking. For any industry. If we stop using it like a calculator.

Everyone is talking about AI. But are we actually using it well?

Michelle’s view is clear. Most organisations are treating AI like a cost-cutting tool. A smarter version of automation. A way to take headcount out of a process.

That is not what it is for.

The real opportunity is redesign. Not just making existing systems cheaper but rebuilding how those systems work entirely. Jobs, customer service, personalisation, everything.

Watch the full episode here: https://www.thethirdhalf.uk/p/tth-blueprint-episode-19-michelle-prance

People. Planet. Progress.

Subscribe now

We’ve been recording some powerful conversations recently on The Third Half.

This one with Bhavin Visavadia, a consultant surgeon working at the sharp end of head and neck cancer, really stays with you.

Bhavin has spent his career reconstructing faces and restoring function.
More recently, he has added coaching and mentoring into that world, helping people navigate pressure, not just procedures.

1. What it really starts with

What does mouth cancer actually look like in the beginning?

Not something dramatic.
Often just a persistent ulcer.
A small lump. Something easy to ignore.

Bhavin explains how early signs are often missed and why timing changes everything.

If it lasts more than three weeks, get it checked.

Simple. But critical.

2. Life at the sharp end

What does it feel like to operate where the stakes are this personal?

This is high performance in its rawest form:

• Complex decisions

• No margin for error

• Outcomes that change lives

And yet, when everything is aligned, the team, the preparation, the system,

“It becomes a normal day at work.”

A reminder that pressure does not disappear.
You build the capability to carry it.

3. What happens before you even speak

What can a team pick up before a patient says a word?

A lot.

From the moment someone walks into the hospital, the signals are already there:

• Body language

• Facial expression

• How they carry themselves

Bhavin talks about how even reception staff and nurses can sense when something is not right.

“The body language tells you everything before they even open their mouth.”

It is not just clinical skill.
It is human awareness, shared across the whole team.

If this gave you something to think about, the full conversation is worth your time.

We go deeper into the realities of surgery, the pressure behind the scenes, and why coaching is becoming essential in healthcare.

Watch the full episode here:
https://www.thethirdhalf.uk/p/tth-blueprint-episode-20-bhavin-visavadia

It’s a thoughtful one.

People.
Planet.
Progress.

Subscribe now

#TheThirdHalf #PodcastClips #Leadership #Coaching #Mentorship #Healthcare #Surgery #CancerCare #HeadAndNeckCancer #MedicalProfessionals #NHS

Gillian is currently Chief Commercial Officer at the University of Strathclyde, Chair of CodeBase, and formerly CEO of The Data Lab - all of that after 22 years at IBM.

It was a very down to earth, honest discussion. Free of any buzzword bingo. Just an honest chat about data, AI, innovation, Scottish industry, scaleups, startups, nuclear energy - and very much Gillian’s amazing career progression.

It’s not often you’ll hear a conversation that goes from Greenock to Portsmouth to nuclear energy to Simple Minds - and of course, our staple of cheese.

On the top is a wee clip of Gillian talking about AI. There’ll be plenty more coming from this fascinating, insightful conversation over the coming weeks, here on The Third Half on Substack.

And while you’re waiting for the next A Wee Dram episode with Gillian Docherty to drop, you can catch another brilliant conversation with Trevor Hatton here:
https://www.thethirdhalf.uk/p/tth-a-wee-dram-episode-3-guest-trevor

Plenty to get stuck into.

Hope you enjoy.

Subscribe now

A persistent ulcer. A bit of discomfort. Something you put off getting checked.

And then the journey begins.

In this clip, Bhavin Visavadia — a head and neck cancer surgeon — walks through what that journey can look like. Not just the surgery, but everything around it: the impact on eating, speaking, confidence… and life.

What stood out to me wasn’t just the technical brilliance (which is extraordinary), but what comes after.

Because the operation is only one part. Recovery is longer. Messier. More human.

And this is where something else comes in — the conversations, the support, the reassurance, the steady guidance back towards some sense of normality.

You could call it good doctoring.

You could also call it coaching.

You could also call it amazing TEAMWORK - something Bhavin referred to throughout what was a truly lovely chat.

That intersection — between expertise and humanity — is exactly what The Third Half is about.

More from this conversation with Bhavin coming soon.

Subscribe now

During our chat with Marseille on On The Turntable, Will casually dropped what was (I think…) meant to be under wraps.

A new single — Hallelujah (My Baby Is Free) — and an upcoming EP:

The Sun Will Shine Again

No big announcement. No PR build-up. Just said it, mid-flow.

That’s kind of the point of these conversations — not over-produced, not scripted. Just people talking, and occasionally letting something slip

Full conversation — and more of Marseille’s music — coming soon on The Third Half.

https://marseilleband.bandcamp.com/

Subscribe now

In this short clip from my upcoming conversation with Michelle Prance (Chief Executive of Mettle, NatWest’s digital banking business), one simple question cuts straight through the noise.

It’s a great reminder of what financial services is actually for.

Full conversation coming soon on The Third Half — where we get into leadership, digital banking, responsible growth and where substance is finally starting to matter again.

Subscribe now

Share

Some artists chase attention.

Peter Sandberg doesn’t need to. His music has been streamed over 700 million times, featured in shows like Stranger Things, and quietly built a global following — without shouting about it. We sat down with Peter on The Third Half. What came through wasn’t hype or ego. Just… calm. And two moments that stayed with me.

Short 1 — “People need to calm down” Peter describes himself as:

“a chill guy from Sweden… playing piano all day”

Sounds simple. But then he talks about struggling in school, being diagnosed early with ADHD, and how music became a way to channel everything — focus, energy, emotion. Not as a career plan. As a lifeline. In his words:

“music was my salvation”

In a world that feels permanently switched on, there’s something quietly powerful about that.

Short 2 — The moment he didn’t speak

A train in London. A young girl. Clearly upset. Trying to hold it together. Peter notices. He thinks about saying something. He doesn’t. They go their separate ways — and he’s never seen her again. That moment stayed with him. It became part of the thinking behind his new album: Temporary Coexistence of Humans (out May 1) The idea that our lives are constantly intersecting — briefly, quietly, often without us realising. And sometimes… we miss the moment.

Two very different stories. Same thread. Slow down. Look up. Notice what’s in front of you. The full conversation with Peter is coming soon. For now — take a few minutes and sit with these. Temporary Coexistence of Humans is released May 1 on vinyl and digital.

Subscribe now

Share

We’ve been recording some brilliant conversations recently on The Third Half.

This one with Chris Brocklesby — Chief Technology Officer at the British Heart Foundation — is right up there.

Chris has spent his career running systems millions of people depend on. Airlines, telecoms, retail, national infrastructure.

Now he’s doing that in a very different context — a purpose-led organisation where the outcome isn’t profit, but something far more meaningful.

Rather than drop the full episode straight away, here are three short extracts that give a feel for the conversation.

1. From profit to purpose

What changes when the bottom line isn’t profit?

Chris explains how decision-making shifts when every pound ultimately supports heart research.

2. When systems really matter

What does it actually feel like to run systems people depend on every day?

This is the reality — always on, high pressure, and ultimately about customer experience, not servers.

3. What leaders don’t always say

A more personal reflection.

Chris talks about navigating serious health challenges while working at exec level — and why sometimes, what people want most is simply to feel normal.

Handled with honesty and without drama.

There’s a lot more in the full conversation — on trust, responsibility, and what really matters over time.

Full episode coming shortly.

As ever, this is what The Third Half is about:

People.

Planet.

Progress.

If you enjoy these shorter cuts, subscribe and share — it helps us keep building this in a thoughtful, independent way.

Subscribe now

Share

There was meant to be a bit of shine on the weekend.

Sponsor’s day.

Airdrieonians F.C. v Dunfermline Athletic F.C..

Instead, it got called off. International call-ups. Not ours—Dunfermline’s.

Which is funny in its own way.

You plan for one version of football… and end up getting the real thing instead.

A Detour Worth Taking

So we pivoted.

Not “local” in the Airdrie sense—but local in spirit.

Proper grass roots.

Pollok F.C. v Drumchapel United F.C..

2–1 to Pollok. Tight game. No quarter given. Crunching ferocious tackles.

And the thing that hit hardest?

The noise.

Not just volume—texture.

Shouts, laughter, advice, abuse, encouragement… and yes, more F-bombs than you’ll hear in a month of Premier League coverage.

It’s easy to flinch at it if you’re not used to it.

But stand there for 10 minutes and you realise—this isn’t just swearing.

It’s language.

Raw, unfiltered, deeply local language. The kind that doesn’t make it onto broadcast delay buttons or corporate highlight reels.

The kind Billy Connolly built a career celebrating.

Not polished. Not sanitised. But honest.

And very, very funny—if you’re listening properly.

Grass Roots Means You’re In It

At that level, you’re not watching from a distance.

You’re in the game.

Three yards from the line.

Hearing every tackle.

Catching every comment—some of which should probably never be repeated in polite company.

But that’s the point of grass roots football.

There’s no separation.

No segregation or barriers buffering reality.

Just people and football, exactly as they are.

The Prawn Sandwich Brigade (Done Properly)

Now—full honesty—we did have our moment behind the glass.

The “prawn sandwich brigade”.

But here’s the difference.

It wasn’t corporate fluff and lukewarm canapés.

It was proper local pies.

Award-winning sandwiches.

The kind of food that feels like it belongs to the place, not shipped in to impress someone.

And more importantly—the club wanted us there.

Genuinely.

You could feel it.

This wasn’t a box being ticked or a sponsor being tolerated.

It mattered.

Because at this level, sponsorship—however big or small—isn’t a line in a marketing plan.

It’s part of how the club survives.

How it grows.

How it stays rooted in its community.

You’re not just funding a badge.

You’re helping keep something alive.

Then Into Glasgow

And as always, football doesn’t end at full time.

It drifts.

Into the pub. Into stories. Into the kind of places that feel immune to time.

The Star Bar.

The Laurieston.

No reinvention. No concept redesign.

Just continuity.

The same tiles.

The same bar.

Probably the same stories.

Places where the conversation flows exactly like the football did—direct, unfiltered, occasionally outrageous, but always real.

What Sticks

You won’t remember the fixture list glitch in a year.

You’ll remember:

The tackle right in front of you.

The shout from behind you that had everyone laughing.

The ridiculous argument about whether it was ever a foul.

The pies.

The pint that followed.

The company you kept.

Grass roots football doesn’t try to sell you anything.

It just lets you be part of it.

Final Thought

If the original game had gone ahead, it would have been a good day.

But this?

This had grit.

This had language.

This had generosity.

This had Glasgow in it.

And that’s hard to beat.

Subscribe now

We’ve just published three short clips from our conversation with Trevor Hatton — and together they tell a story that doesn’t get talked about enough.

Not about retirement. Not about slowing down. But about what actually happens when a long corporate chapter ends.

Because for most people, it’s not what they expect.

1. You don’t just lose the job — you lose your identity

MUSIC CREDIT: TOM HINGLEY - HARDER

At senior levels, work isn’t just work. It’s how people see you. It’s how you see yourself. It’s your role, your status, your context.

And when that stops, there’s often… nothing immediately to replace it. That’s where the discomfort starts.

2. The phone doesn’t ring

A lot of people assume that after years of experience, relationships, and success — something will just turn up. A call. An opportunity. Someone saying, “Don’t worry, I’ve got something for you.”

But that’s not how it works. Those relationships were tied to context. And once that context changes, so does your relevance.

It’s a tough realisation — and for some, it hits hard.

3. And then… something better can emerge

This is the part people don’t hear enough.

Once you get through that transition, something shifts. You’re no longer defined by a title. You’re not operating inside the same constraints. You have control over your time, your energy, and what you choose to do.

And the people who navigate it well often say the same thing:

“This is the happiest I’ve ever been.”

Not because it’s easier. But because it’s more intentional. More aligned. More meaningful.

This “third half” of a career isn’t linear. It’s not a ladder anymore — it’s a series of experiments, pivots, and choices.

Some things work. Some don’t. But over time, people build something that fits them far better than what came before.

If you’re a few years out from this transition — or already in it — Trevor’s advice is simple:

Talk to people who are ahead of you. Ask what they learned. What they’d do differently. What actually surprised them.

Because the biggest mistake is assuming you already know how it’s going to play out.

Trevor spent decades at the top of consulting with Accenture and EY — and now helps leaders navigate the often messy, unexpected transition into the next phase of their careers.

We’ve shared all three clips below — watch them in order. They’re short, but together they capture something important:

👉 The challenge 👉 The reality 👉 And the opportunity

Let us know what resonates. Scott & Steve

MUSIC CREDIT: TOM HINGLEY - HARDER

Subscribe now

Subscribe now

If an AI thinks you’re about to turn it off — it will threaten you.

In this clip from The Third Half, Martin Metcalfe puts it bluntly: we have invented an alien. And even the experts don’t know where it’s going.

By 2045, the singularity — the point where artificial intelligence surpasses human understanding entirely — may already be here. We won’t know what we’ve built. We won’t know what it’s thinking.

We are looking at something beyond anything humans have ever faced before.

Watch the full conversation on Substack 👇

That number stayed with Martin Metcalfe — and it’s part of what drives his work.

In this clip from our recent conversation on The Third Half, he reflects on why protecting children from damage in the first place is how we build a better world — and why he was more than proud to share a stage with Shirley Manson, whose recent stance he calls nothing short of brave.

Watch the full conversation on Substack 👇

There’s a familiar pattern whenever a geopolitical crisis erupts.

Subscribe now

First come the television images: airport queues, frantic departures, Westerners explaining how frightening it all feels as they try to get home to Surrey, Sydney or San Diego.

Then come the headlines about “chaos”.

Except most of the time it isn’t chaos.

But it is war.

And the people whose lives are actually being torn apart rarely appear on the evening news.

The Vanity Narrative

The escalation around Iran is serious. Airstrikes, missile exchanges, regional retaliation. Oil routes under threat. Markets jittery.

Yet a fair bit of the Western coverage seems obsessed with something else entirely.

Expats trying to get out of tax-free Gulf enclaves.

Influencers lamenting interrupted luxury getaways.

Tourists irritated that flights are delayed for a few days.

It’s hard not to notice the strange theatricality of it.

People who were perfectly happy enjoying low taxes, cheap labour and winter sunshine suddenly discover geopolitics the moment their return flight is cancelled.

Cue the breathless interviews.

Cue the social media posts.

Cue the performative anxiety.

And then there was another detail buried in the news this week.

Some wealthy British nationals leaving the region are reportedly “carefully avoiding the UK itself”, routing their travel elsewhere so they don’t accidentally trigger UK tax residency rules and a bill from the taxman.

War may be raging.

But the tax planning continues.

Will They Go Back?

Some will say they’re leaving for good.

Maybe they will.

Or maybe they’ll simply relocate to the next tax-optimised playground where the economics work in their favour.

Another sun-drenched city.

Another luxury apartment.

Another place where someone else pours the drinks, drives the taxis and cleans the rooms.

And when the dust settles?

Who knows.

Will they return to the same “sinking ship” once the tax advantages and sunshine look attractive again?

Or will they simply head off on another self-centred jaunt to whichever corner of the world best maximises their personal gain next?

Mobility is a wonderful privilege when you have it.

Most people don’t.

Meanwhile, Real Life Continues

My daughter is a teacher in the region.

She doesn’t feel directly threatened. Not in the sense of bombs falling nearby.

But she is — understandably — a little worried.

And she is teaching children from neighbouring countries and beyond.

Kids who are hearing the news, sensing tension in adult conversations, and quietly wondering what the future might look like.

When I asked her what it feels like being there right now she paused for a moment.

Then she said:

“It’s surreal.”

And she gave a wry — if slightly nervous — smile.

Teachers carry on. Classrooms still open. Lessons still happen.

But everyone knows the world outside the school gates has shifted.

The People Who Don’t Get on Planes

There’s another group you won’t see much on television.

The taxi drivers who took those tourists to the airport.

The hotel staff suddenly watching bookings evaporate.

The cleaners, cooks, porters, bar workers and security guards who rely on the global circus of business travel and luxury tourism.

When the planes stop flying, they don’t board evacuation flights.

They stay exactly where they are.

Trying to work out how to pay rent.

Trying to work out how to feed their families.

Trying to keep a fragile local economy functioning while the globally mobile pack their bags and leave.

And here’s something else worth remembering.

Those workers are expats too.

But they’re the expats we rarely talk about.

In the Western imagination, an expat in Dubai usually means a middle-class professional enjoying a tax-efficient lifestyle in the sun.

But most expatriate workers in the Gulf are something very different.

Taxi drivers.

Hotel workers.

Construction workers.

Restaurant staff.

Many come from India or other parts of the Middle East and South Asia. They’ve left families thousands of miles away to work and send money home.

When the headlines focus on wealthy foreigners trying to get flights out, it quietly erases the much larger population of migrant workers whose livelihoods depend on the place continuing to function.

They don’t have the luxury of leaving when things get uncomfortable.

Their families depend on them staying.

A More Complicated Place Than The Headlines Suggest

My daughter also made another point.

Sometimes it feels like people in the West almost “want” Dubai to fail.

There’s a certain delight in poking at the influencer culture and luxury lifestyle narrative.

And yes — that world absolutely exists.

But it isn’t the whole story.

What surprised her most about living there is the sense of community.

The fitness culture is huge. People genuinely build friendships around it.

And the government invests heavily in public wellbeing and participation.

Every November the city runs a month-long fitness challenge.

Temporary sports spaces appear across the city.

Classes are put on everywhere.

Padel, tennis, gym sessions, volleyball and more — all free.

Thousands of people join in.

It’s not about luxury.

It’s about community.

And that side of life — the ordinary, meaningful parts of living somewhere — rarely makes it into the international coverage.

War Isn’t a Travel Disruption

One of the oddities of the modern media environment is how easily war becomes a lifestyle inconvenience story.

Flights cancelled.

Oil prices rising.

Holiday plans disrupted.

All real issues.

But when the conversation centres on those things, perspective gets lost.

Because the real story is not the inconvenience experienced by the globally mobile.

It’s the obliteration of normal life for people who cannot leave.

Perspective

My daughter says the children she teaches are calm.

Kids often are.

But beneath that calm sits uncertainty — the kind of uncertainty that shapes an entire generation.

And that’s the part of conflict we rarely talk about.

Not the airport lounges.

The classrooms.

The Third Half Thought

At The Third Half we talk a lot about People · Planet · Progress.

War has a way of reminding us which of those actually matters most.

Because the difference between being inconvenienced by a crisis and having your life defined by it is enormous.

One group waits for a delayed flight.

The other waits to see what the world will become.

And somewhere in the middle, a teacher stands in front of a classroom full of children from across the region and beyond — doing the most normal thing in the world.

Teaching.

While the world outside shifts around them.

(And I’m a very proud father).

https://www.bbc.co.uk/news/articles/c86y2gpgn54o